Strategies to grow and scale international enrollment

As international enrollment becomes increasingly vital to institutional growth and sustainability, colleges and universities are being pushed to rethink how they recruit, admit, and support students from around the world. 

We sat down with Rishab Malhotra, founder of AIDO and former Associate Vice President of International Admissions at Illinois Tech, to explore what it really takes to build and scale international admissions, from operational alignment and in-country infrastructure to data strategy and AI integration.

In this Q&A, Rishab shares key lessons from nearly two decades in the field and offers candid advice for institutions looking to succeed in a more competitive, complex, and student-centered global market.

1. Tell us about your background and how it led to the launch of AIDO?

 I spent nearly 17 years at Illinois Tech, starting as an assistant director and eventually becoming Associate Vice President. My work always focused on international admissions—first at the undergraduate level, then graduate, and eventually overseeing the entire international operation. That included graduate admissions, international admissions, our international center for compliance, and study abroad programs. All of these areas were brought together under one umbrella during my time as AVP.

A key part of my role was ensuring alignment across our global operations, including bridging communication and strategy between our US-based teams and overseas offices, particularly in key markets like China, India, and South Korea. Over the years, I saw the rise of AI tools across higher ed, but none were designed specifically for international enrollment teams. That’s what led me to create AIDO—to give international admissions professionals a tool built specifically to meet the unique challenges they face.

2. Where do you see international admissions headed over the next few years?

All signs point to growth. By 2030, we’re expecting millions more students to enter the global higher ed space.  Global tertiary enrollment rates are rising, and many home countries, as well as other top destination countries, are facing capacity challenges.

What we’re seeing now isn’t a lack of interest in the US. It’s hesitation caused by uncertainty. The desire to study here is still strong. When the process feels unpredictable, especially after events like mass visa revocations, students start to seriously consider alternatives like Germany or France. That’s why staying engaged now is critical.

You can’t afford to wait and see how an administration or court ruling plays out. The institutions that stay visible, creative, and consistent during turbulent times will be the ones best positioned when the dust settles.

If you’re waiting until 2028 to get serious about strategy, you’re already behind. The future belongs to the schools that are building now.

3. Illinois Tech had exceptionally high international enrollment. What contributed to that success?

Our international reputation actually outpaced our domestic one. Before I even joined the university nearly 20 years ago, there was already significant goodwill built through early distance learning efforts in India—we were literally mailing recorded tapes overseas in the ’90s. We also had corporate partnerships and even a private limited company established there, which helped build long-term trust in key markets.

We were also one of the few U.S. institutions with overseas offices at the time. Initially, those weren’t leveraged strategically for enrollment. One of our first big moves was integrating them into our recruitment operations, expanding into South Korea and China, and developing partnerships across Europe at both the undergraduate and graduate levels.

4. Beyond international recruitment, how did you scale admissions operations to support growth?

As I moved into director and AVP roles, our goal became transforming those international offices into full recruitment and admissions hubs. That shift allowed us to scale significantly.

One of the most important changes came just before COVID, when I was asked to take over graduate admissions. I agreed—on the condition that we build a centralized enrollment management office. At the time, the graduate office mainly acted as a processing center. But with support from a forward-thinking provost and VP of enrollment, we took over decision-making for all non-thesis master’s programs.

We worked with faculty to define requirements, close gaps in policy, and create service agreements. This allowed us to deliver faster, more consistent decisions—which became a competitive advantage, especially for international students.

India was our largest market, so we built out a strong team there that handled marketing, recruitment, and application review. By centralizing decision-making and improving operational efficiency, we were able to scale effectively—and that made a significant difference for the university’s long-term sustainability.

5. What does it look like to build an integrated recruitment and admissions model, both for the university and for students?

Many institutions treat in-country support as purely recruitment: meeting families, signing MOUs, hosting tours. That’s important, and having someone on the ground who understands cultural nuances is now table stakes.

But too often, recruitment and admissions are siloed, even though both are essential to international enrollment growth. We wanted to break down that divide and build an integrated model—one that was both tactical and strategic. For example, while we were asleep, our team in India could be reviewing applications, flagging edge cases, and calling high-risk students—not just from a recruitment lens, but from an admissions perspective.

Blending those functions helped us move applications more efficiently and deliver personalized, culturally informed support. That made a real difference in helping students feel seen and connected from the very start.

6. What advice would you give to institutions looking to build or strengthen their international enrollment strategy?

No matter the size of the institution, international enrollment requires real investment. You can’t rely on hope, a few emails, or the occasional trip abroad. You need infrastructure, especially in your top markets.

For many tuition-dependent schools, growing international enrollment isn’t a bonus—it’s essential to survival. That was certainly the case for us at Illinois Tech. We weren’t ASU or University of Illinois. We had to be intentional about every dollar and decision. That meant integrating our in-country staff directly into the admissions process. If your team on the ground doesn’t have access to your CRM or the ability to process applications, then they’re flying blind.

Some institutions start by partnering with large vendors for on-ground representation, and that’s a good first step. But eventually, you need to bring that capacity in-house, so you can build institutional knowledge, access real-time data, and create an integrated model that functions like an admissions extension.

Bottom line: if you want to grow international enrollment, you have to allocate the resources to do it right. Otherwise, you’re setting yourself up to fall short.

7. How is AI becoming relevant in international enrollment?

Students increasingly expect universities to use AI. Research shows they generally view it positively and some are even more likely to apply to institutions that use AI effectively. The key is using it thoughtfully, especially when it comes to admissions and decision-making. When done right, AI adds real value by improving efficiency and responsiveness, without losing the human touch.

8. Why is the human element still so important in international admissions, even with the rise of AI?

In today’s AI-powered landscape, keeping a “human in the loop” is essential. AI can get you 80–90% of the way, but it can’t replicate context like cultural nuance, institutional politics, or global dynamics. That’s where human expertise becomes invaluable.

Take student communication, for example. Research shows that students appreciate being able to ask questions to AI without feeling judged. That’s great for accessibility. But when the conversation gets complex—when families and emotions are involved or the stakes are high—that’s when human connection becomes irreplaceable.

AI should be seen as a tool to enhance, not replace, the human experience in international admissions.

9. How can institutions move beyond identifying markets and start using their own data more strategically?

Identifying the right markets is just the beginning. The real value comes from turning insights into action—using your own institutional data to guide decisions and streamline operations.

AIDO makes that possible by integrating directly with your CRM. You can ask natural language questions like “What was our admit rate for females from Tokyo?” or “How many inquiries came from India last spring?” and get clear, visual outputs—charts, graphs, and trends—along with editable strategy documents you can use right away.

It also simplifies logistical planning. Instead of spending hours searching through PDFs and scattered websites, you can use AIDO’s itinerary planner to select a country, month, and target audience, and instantly see which recruitment fairs are happening, estimated costs, city stops, and registration links. It’s a huge time-saver that lets enrollment teams focus more on what really matters: strategic engagement and student support.

10. What are some digital engagement strategies you’d emphasize for institutions?

Email is still one of the most powerful tools institutions have—but it needs to be done right. Many universities overlook the basics: structure, pre-headers, clear calls to action. More importantly, the content has to be personal and targeted.

Too often, schools rely on a “spray and pray” model—sending the same message to all international students. Instead, communications should be culturally and regionally specific. You’re not just writing to an international student—you’re writing to a student from China, or the Philippines, or Brazil. Focus less on generic selling points like labs and rankings, and more on what resonates with that student’s values and concerns.

After email, the next layer is direct messaging. WhatsApp works well in much of Southeast Asia, WeChat for China, LINE for South Korea and Japan. Institutions need to meet students where they are and build a strategy around those platforms.

Start with a strong email strategy, then build out culturally relevant, direct messaging campaigns for your top regions. These two pillars alone can significantly boost engagement.

To tie it all together, institutions should use engagement platforms like Interstride. That way, admissions teams and student ambassadors can maintain consistent communication and guide students through the funnel more effectively—while delivering a more personalized experience.

Once those foundations are solid, you can layer on additional channels like digital ads and search marketing. But only after the fundamentals are in place.

11. Why is conversion so challenging for international students? Is it mostly competition?

It’s a multifaceted issue. First, let’s take the factors we can’t control off the table: visa denials, shifting government policies, and global political tensions.

One of the biggest misconceptions is that yield and melt happen at the last minute. They don’t. Melt often starts right after admission. Too many schools wait until June or July to begin yield efforts, but by that time, students may already be disengaged. Conversion has to begin the moment the offer goes out, and it needs to be intentional. 

If you’re not consistently engaging students from the time they’re admitted, you risk losing them to a competitor who is.

Another key factor is scholarships. Even affluent students will often appeal for aid—it’s a common practice globally. If your strategy is to wait for those appeals and respond reactively, you’re already behind. What’s needed is an early, region-specific scholarship strategy. Some markets are more price-sensitive, while others value prestige and brand. If you understand those dynamics, you can tailor your approach and avoid over-discounting later.

And of course, external disruptions happen. A country’s currency could crash. Visa approval rates could drop. That’s why institutions need clear contingency plans. If a student is denied a visa twice, do you offer a remote start? A guaranteed deferral? Are you communicating those options proactively before they even have to ask?

Too often, we wait to react. But strong conversion depends on laying the groundwork early—building trust, maintaining contact, and having a plan when barriers arise. Meet students halfway, and they’ll stay engaged, even when things get tough.

12. Does conversion differ between undergraduate and graduate international students?

In some ways, yes, but there are more similarities than many institutions realize. Both groups often include students coming abroad for the first time, and families play a major role in decision-making. At Illinois Tech, our average international grad student was around 23 or 24. Many were navigating a new country and new education system, just like undergrads, so they were still looking for a full campus experience, a support system, and a sense of belonging.

The differences mostly come down to degree length and family dynamics. Undergrads typically stay longer, around four years, which raises additional concerns around safety, housing, and parental involvement. For younger or female students from more conservative backgrounds, that means schools may need to lean more into family-focused messaging and reassurance.

One of the structural challenges is how many universities separate graduate and undergraduate recruitment teams. But students don’t see that distinction. When they engage with your brand abroad, they just see one institution. So your messaging and outreach strategy need to reflect that consistency.

Another overlooked piece: international grad students are often looking for the same kind of community and campus life as undergrads. Unlike most domestic grad students who focus on academics, international grads are eager to join clubs, participate in campus culture, and connect socially. They’re not just pursuing a degree—they’re building a life.

So while the tactical details may vary, the core conversion challenge is the same for both: building trust. That means consistent engagement, clear communication, and offering a pathway forward, even when obstacles arise. When institutions meet students halfway, they’re far more likely to stay engaged.

13. What do international students want from the admissions process and where are institutions falling short?

It’s really a mindset shift. Admissions used to be about gatekeeping and deciding who was “worthy.” And while selectivity still has a place, we often confuse exclusivity with value.

International students already juggle so much: entrance exams, application fees, visa paperwork. Then we add extra documentation or outdated steps simply because “that’s how it’s always been.”

Instead, we should ask: are we meeting students halfway? Are we helping them see the value of joining our institution or are we just putting up barriers?

That doesn’t mean lowering standards. It means reviewing every part of the process and asking: is this still relevant? Because in today’s market, your admissions process is your value proposition. If it feels difficult or unwelcoming, that sends a strong message, and not a good one.

14. How engaged are international students during the admissions process, and where do they need more support?

Most schools still have a lot of room to improve. Students today expect fast, consistent communication. If they don’t get a response within 24 to 48 hours, they move on. If decisions take too long, they go with the school that’s more responsive.

Engagement isn’t always about fancy tools or flashy marketing. It’s about basics: responding clearly, consistently, and on time. Delays, like four days to answer a simple question or six weeks for a decision, quietly erode trust. You lose students without even realizing it.

The fix isn’t complicated. Prioritize three things: speed, clarity, and consistency. Do that, and you’ll see better affinity and stronger conversion.

15. Beyond cost and visa concerns, what else drives international students’ decisions?

One of the biggest factors is return on investment. Students are asking: What am I going to get out of this?

Generic promises like “great faculty” or “career support” aren’t enough. Students want to know what outcomes they can expect, whether that’s job placements, internship opportunities, or long-term career pathways. That’s why career services are so critical. You may not control immigration policy, but you can control how you help students navigate it. If you can say, “You’ll have access to an internship by your third semester,” that’s a tangible ROI. It reduces perceived risk and strengthens the value proposition.

But ROI isn’t just about outcomes. It’s also about experience. Students need to feel welcomed and supported on campus. Are there like-minded peers? Are there dedicated resources in place? Institutions shouldn’t spend heavily on recruitment if there isn’t a strong student services plan in place to retain them and ensure they thrive, not just academically, but emotionally. When institutions deliver both outcomes and belonging, students are far more likely to feel their investment is worth it.